DAB Pumps has eliminated more than 2 million internal transactions by changing how its manufacturing operations manage logistics transfers. The reduction follows the Italian manufacturer’s move to Infor CloudSuite Industrial Enterprise, with five of its six production plants now operating in a standardized, multi-tenant cloud environment.
The project addresses a growing operational challenge for a manufacturer producing more than 2 million motor-driven water pumps annually and distributing products across 150 countries. As DAB expanded, its aging on-premises ERP systems became increasingly difficult to maintain. Local customizations, fragmented processes and spreadsheet workarounds created administrative work that made it harder to coordinate operations across locations. With its legacy systems also approaching end of life, DAB needed a replacement that could support international growth without adding to its workforce.
Management’s objective was to grow the business beyond its reported €415 million turnover while maintaining existing headcount. Achieving that goal required changes to the way logistics, finance and production planning worked across the organization.
DAB Pumps Standardizes Processes Before ERP Migration
Working with implementation partner Altea IN, DAB selected Infor CloudSuite Industrial Enterprise and began redesigning core business processes before moving them to the cloud.
The company established a single logistics structure and a common chart of accounts, replacing variations between local operations with standardized procedures. This reduced its dependence on site-specific customizations and created a common operating model for subsequent deployments.
The cloud transition went live in January 2026 across key operations in Italy, Hungary, and France. Five production plants and global subsidiaries have since transitioned to the shared environment, with further expansion planned for Asia-Pacific and other markets.
Built on Amazon Web Services and Infor OS, the new platform supports regular software updates while reducing the need to maintain heavily customized local systems. The common process structure also provides a repeatable model for bringing additional locations onto the platform.
Logistics Changes Remove More Than 2 Million Transactions
One of the most significant changes involved how DAB manages internal logistics transfers. By moving to single-logistics transfer orders, the manufacturer eliminated more than 2 million internal transactions, according to Infor. The change reduced the administrative work associated with logistics processing, allowing employees to spend less time on manual entries and more time supporting customers.
DAB also centralized material requirements planning (MRP), allowing planning activities to run simultaneously across manufacturing operations rather than being delayed by differences between locations and time zones.
The centralized approach gave production teams faster access to information about operational bottlenecks. Instead of relying on fragmented local processes, teams could identify problems across the manufacturing network and respond sooner.
Infor Velocity Suite Extends Automation Into Daily Operations
With its core ERP processes standardized, DAB is also using Infor Velocity Suite to introduce AI, optical character recognition (OCR) and automated workflows into operational activities.
The company is applying these capabilities to logistics and fulfillment, where repetitive processing and document handling can create additional administrative work. Its multi-tenant cloud environment supports access to new software capabilities through continuous releases, reducing reliance on locally customized applications.
DAB’s next phase involves extending its cloud environment to additional international operations while introducing more automation into established workflows. The challenge will be maintaining common processes as the rollout expands and measuring whether the newer capabilities deliver improvements beyond those already achieved through ERP standardization.
What This Means for ERP Insiders
Identify unnecessary transactions before an ERP migration. DAB’s logistics changes eliminated more than 2 million internal transactions. ERP teams planning a replacement should examine how many transactions existing processes generate, which steps require manual intervention and whether those activities still serve a business purpose. That analysis can establish a baseline for measuring the impact of process redesign.
Define shared financial and manufacturing processes before rollout. DAB standardized its logistics structure and chart of accounts before migration, then centralized production planning. Manufacturers operating across multiple countries need to determine which processes can be common across locations and where local requirements must remain. Addressing those decisions early can help limit customization and support subsequent deployments.
Measure automation separately from ERP modernization. DAB’s reported improvements came from changes to logistics processes and planning visibility, while AI-enabled workflows represent a further stage. ERP teams introducing similar capabilities should establish separate measures for document processing, manual interventions and workflow completion times to determine what additional value automation delivers.
